PMO Success: A Matter of Integration

There's a great article on Projects@Work about Harvard Pilgrim Health Care's (HPHC) PMO, examining the elements that have made it succesful. It's rare you hear about a successful PMO these days, and when you do, it's usually a result of the factors listed here.

Key lessons (all of which I've long endorsed):

1) Look outward to the overall business and the customer, not just IT.

2) Keep it simple. A PMO doesn't have to be complex; it just needs to support project managers, and engage them in continuously improving the overall process.

3) Keep it integrated. An enterprise PMO, outside of IT, is a vital part of ensuring integration. An additional IT PMO is fine, as long as it's integrated with the whole.

This is in line with my statements that a PMO should really be called an IMO (Integration Management Office).

Here's an excerpt that explains the way the Enterprise PMO and an IT PMO work together at HPHC :

HPHC has two formal PMOs; one at the enterprise level, the other within the IT Division, managed by outside vendor Perot Systems. The two units have co-existed since 1999 and have no trouble defining their roles and relationships in support of business plan delivery. According to Ron Hill, Perot Systems Client Executive to HPHC, the pathway for success is “born from the teamwork of the EPMO and the IT PMO.” Hill believes the strength of the relationship between the two units is visible through the communication between the EPMO, the IT PMO, and the business users. “Everyone must use the same methodology, vernacular, and project tools to reduce the risk of miscommunication.”

And here's the full article...

http://www.projectsatwork.com/content/Articles/239007.cfm

PMO: Center of Project Excellence ?

Is a project management office a center of excellence?

Subject matter experts = project managers; Central repository for materials = project portfolio, schedules, business case forms, scope documents, etc.; Clearinghouse of standards = project methodology; Source of educational opportunities = project training, mentoring; Development and monitoring of metrics = project dashboard, roi and hurdle rates;

The answer is yes (I was hoping this was the case), using criteria discussed in reference post. ...

... "The fact is, Centers of Excellence are most often unique to the organization or business unit that creates them. However, here are some common elements ... " ...

Via Think For A Change: Centers of Innovation Excellence...

Project Methodologies: Keep 'Em Flexible

Time and time again, I've seen organizations spend months devising the perfect project management methodology, sometimes even building it into their EPM tools, only to find people complain that it slows them down and doesn't add much value.

In many cases, they're right. The problem is that not all projects require every step, and in many cases there are easier ways to accomplish what certain steps are meant to do. Another mistake many people make is forcing task dependencies into the project template, such that design cannot happen until planning is completed, and construction cannot occur until the design is approved, and so on.

While this may be true of some projects, on many others, work does not occur in a linear fashion. For instance, certain segments of a project can udergo development while other segments are still being planned. On agile IT projects, the feedback from prototypes and iterations will often dictate the design, and rightfully so.

When it comes to methodologies, frameworks, and templates, the most effective organizations use one or more of following approaches:

- A methodology and project schedule template that allows project managers the discretion of which steps to apply to their project.

- Multiple methodologies and templates for various types of work, with streamlined versions for smaller or more flexible efforts.

- A methodology that identifies which items are mandatory for all projects versus those that are at the project manager's discretion.

In project management, as in pretty much any field, one size does not fit all.

PMO Success Metrics: Proceed With Caution

Based on Benjamin Disraeli's well-known statement about the three types of lies, "lies, damned lies, and statistics," Jeannette Cabanis-Brewin wrote an interesting article in Developer.com about the many faulty assumptions people make based on so-called statistics about PMOs.

Cabanis-Brewin is editor-in-chief for PM Solutions' Center for Business Practices, so she's seen her share of statistics. Some key points:

- There are many interpretations on what constitutes a PMO, so many statistics on PMOs are skewed from the start.

- Some reports indicated high project failure rates in organizations with PMOs. That's likely due to the fact that organizations without PMOs don't tend to measure project success. Without measures, there are no failures.

- Many surveys are poorly designed and miss crucial clarifying questions.

Cabanis-Brewin recommends going to the source and digging into the supporting details to draw your own conclusions. She also reminds us that surveys usually do not contain the definitive answer, but rather serve as a starting point for more research. Finally, she cautions us to beware of the Hawthorne Effect, which states that the act of observing often changes the observed.

I would add that it's also important to be careful what you ask for. Many organizations want to begin using metrics, but are surprised to see success rates so low. They pressure project managers too soon and expect success rates to instantly soar to above 90%. It's vital to give the organization time to address problem areas and develop maturity.

Yes, it's important to capture metrics, but it's equally important to create a blameless reporting environment, by which people will report accurate data without fear of retribution. It's also critical to think about how you measure success. True success doesn't always correspond to on-time and on-budget. But that's another story.

Here's the article...

Lies, Statistics, and the PMO

PMO Setups: Which is the Right One?

I recently came across an article from William Casey and Wendy Peck that originally appeared in PM Network in 2001. It's a valuable article about PMO setups, and the issues still hold true today.

The premise is that there are three primary functions a PMO can serve (or any combination therein):

- Weather Stations, which merely monitor project activies without directly influencing them, through status reporting, metrics tracking, benefits tracking, and so on.

- Control Towers, which attempt to reduce variability on project effectiveness through training and mentoring, change control mechanisms, risk management, communication standards, lessons learned, and tools and processes that can be adapted appropriately to the project.

- Resource Pools , which maintain a selection of skilled project managers from which the organization can pull from, at least for major projects or programs.

The article offers benefits and warning signs for each, along with the suggestion that PMOs adopt a mix of roles, potentially based on certain project size thresholds. In fact, the authors caution against taking on projects that are too small to warrant the PMO disciplines required.

Read on...

Choosing the Right PMO Setup

PMO Increases Project Success Rate

The project management office adds value through consistent methods and discipline to increase the success rate of the project portfolio. ...

... "Board executives often approve IT projects without fully understanding them which is why organizations need to establish a Project Management Office (PMO) ... " ...

Via Computerworld Australia: Project Transparency

Project Operations: Lost in the Shuffle

Yesterday, I posted a review of the book, Hard Facts, Dangerous Half Truths, & Total Nonsense: Profiting From Evidence-Based Management, by Jeffrey Pfeffer and Robert I. Sutton.

As I pointed out in the review, the authors caution that too much focus on strategy often happens at the expense of effective operational execution. The same is true in project management, especially with PMOs.

While it's rewarding to implement portfolio management and strategic alignment of initiatives, it's equally important to tidy up the operational aspects of project management, such as better estimating, effective work breakdown structures, up-front problem analysis, better scope management, and so on.

If these fundamentals aren't correct, you can end up doing all the right work the wrong way.
Also, getting these fundamentals right doesn't happen overnight. It's an evolution. Often, senior management doesn't recognize this and they expect too much too soon from PMOs. The PMO graveyards are full of PMOs that weren't given an opportunity to grow.

Microsoft Live: Project Management App ...

Review of the Microsoft Office Live servicce by CNet ...

... "The Premium version has more back-office tools, like a project management application and a time manager. " ...

Via CNet: Link

Project Controls Governance: Michigan Recognized ...

State of Michigan recognized by State CIO Association for excellence in governance and project controls. Executive sponsorship embraced project oversight and a project office established the performance control standards and monitored status independently and objectively. ...

... "Michigan's child support enforcement system (MiCSES) is an excellent case study of how a large failing project can be transformed into a successful one with the aggressive application of project management processes. " ...

Via NASCIO: Awards

Project Accomplishments Recognized: KC MO ...

Kansas City recognized for its accomplishments in project management methods and delivery. ...

... "The City was awarded a regional APWA Management Innovation Award for the development of the Capital Improvements Management Office. The office was created as a partnership with MWH Americas Inc. and Burns and McDonnell to re-engineer the City's delivery processes and reinvigorate its backlogged capital improvement project portfolio. CIMO has used inventive corrective strategies and industry best practices to create a centralized, more efficient approach to capital project delivery and accountability. Additionally, three of the division's capital improvement projects were named regional APWA Projects of the Year. These awards recognize projects that exemplify outstanding project execution through project management; timely execution; safety performance; community relations; and quality control, construction innovations, and time and/or money-saving techniques. " ...

Project Accomplishments Recognized: KC MO: Via Kansas City Mo: News from City Hall: City receives four regional public works awards ...

Project Software: Sage Bolt-On Acquisitions ...

Sage Software makes bolt-on acquisitions to round out its capabilities in the construction project management software space and build on synergies with the Timberline product line. ...

... "Sage Software, a subsidiary of The Sage Group plc, announced that it has agreed to acquire the Master Builder product and business from Intuit Inc. The transaction is subject to customary closing conditions and expected to be completed within 30 days. The company also announced that it has acquired Contractor Anywhere Inc., developer of accounting, service, and project management software for building and service contractors. The acquired products will complement Sage Software's award-winning Sage Timberline Office, which provides accounting, estimating, and operations management software for the construction and real estate industries. " ...

Via The Sage Group: Sage Software Expands its Construction and Real Estate Software Portfolio with Acquisitions of Intuit´s Master Builder Business and of Contractor Anywhere ...

FBI Launches New Case File System Project; For the Second Time

As reported in Computerworld, the FBI has hired Lockheed Martin to lead an effort to create a $425 million case management system called "Sentinel." Their current case management processes are antiquated and mostly manual.

The catch is that they tried this before and failed. The prior attempt was abandoned last year after four years of effort and $170 million spent. The problem? High turnover of key managers and inadequate staffing of the project.

Here's a quote from the article...

"According to a 91-page report released last week by the U.S. Department of Justice's inspector general, the Virtual Case File effort failed partly because the FBI's IT project management office seemed to have a revolving door. Virtual Case File had "15 different key IT managers over the course of its life," the report said. "

Apparently, some of the hardware and networking from the prior attempt will be used, so it wasn't a total loss. And with this new attempt, they'll be using a more open architecture. However, they still haven't fully staffed their PMO (a concern raised in the inspector general's report). Hopefully history won't repeat itself.

Here's the full article...

FBI Shifts Into High Gear on $425M Case File System

Enterprise Project Management: Microsoft Specialization ...

Microsoft partner achieves specialization in enterprise project management ...

... "Berbee Information Networks Corporation has become the first Microsoft Gold Certified Partner headquartered in the Midwest to achieve the Microsoft Enterprise Project Management (EPM) specialization. The specialization, achieved in April 2006, recognizes Berbee's expertise in project management consulting for businesses needing tools and processes to effectively manage projects across entire organizations. " ...

Enterprise Project Management: Microsoft Specialization: Via Berbee: Berbee Earns Microsoft Enterprise Project Management Specialization

Earned Value Management Trends, Best Practices, and Pitfalls

A few weeks ago, I commented on Part 1 of a three-part series on Earned Value Management on Projects@Work.

While Part 1 set the stage and illustrated some of the challenges of EVM, Part 2 of this excellent series offers some excellent case studies and learnings.

For instance, the US government agency, OPM (Office of Personnel Management) cites the following critical success factors:

- Continuous executive sponsorship (not just up front)
- Committment to funding for adequate tools and training
- Adequate allocation of project managers' time to manage using this system
- Piloting EVM in a small group of projects to illustrate success and fine tune the details
- Not underestimating the culture change management required, involving employees, managers, and timekeepers. Regularly maintained training and job aids are critical.

Another organization, Inter-Coastal Electronics, cites having shallow, simple WBS templates in their ERP system as a key success factor. They claim that a WBS that's too granular becomes too difficult to manage. I couldn't agree more.

I highly recommend this series to anyone attempting to introduce Earned Value Management in their organizations.

http://www.projectsatwork.com/content/Articles/230753.cfm

Project Management Office PMO: Collaborative Environment ...

An interesting view of the PMO: an environment for IT and business collaboration where contribution is proven. ...

... "The project management office (PMO) was used in a number of cases to provide a collaborative environment for IT staff and business representatives. This environment provided contribution proof, mainly along the lines of time, cost and quality. " ...

Project Management Office PMO: Collaborative Environment: Via ITworld: Keeping score ...

PM Software Preview for OpenSource Desktop: KPlato ...

Preview available for open-source project management software ...

... "Technology Preview of a New Project Management and Planning Application: KPlato: KOffice 1.5 is the first official release to include KPlato. KPlato is a project management application that allows users to control project schedules and resource use. It is included in KOffice 1.5 as a technology preview and full functionality is expected for version 2.0. With this release, KPlato already offers various charts (gantt, pert), scheduling capabilities, calendars, resources, tasks and subtasks, detecting critical paths and resources as well as generating a work breakdown structure. KPlato can also be embedded into other KOffice applications. " ...

PM Software Preview for OpenSource Desktop: KPlato: Via The KOffice Project: KDE Ships New Release of Major Enhancements to Free Integrated Office Suite ...

More Earned Value Woes for IT

I mentioned the other day that the IT industry has been struggling to adopt Earned Value Management. There's a three-part series on Projects@Work on Earned Value that illustrates the trials and tribulations thus far. This first part is based on a survey from Primavera that demonstrates just how far behind the IT industry is.

Ironically, this is especially so in the US government (the focus of the Primavera study), despite a mandate from the OMB (Office of Management and Budget) that any IT organization that wants to get their project approved must use Earned Value for tracking cost.

According to the article:

Respondents cite three big EVM challenges:

• 25 percent say they are unfamiliar with EVM;
• 24 percent say they lack personnel trained in EVM; and
• 21 percent say they lack senior management interest.

As the article points out, the latter is the most suprising, considering the OMB mandate. It just goes to show that these things must be driven from the top if they are to be effective.

I suspect part of the problem is that the concepts need to be made simpler for management to embrace it, or at least the focus should be directed at the ultimate EVM figures management would care about, such as "Estimate at Completion," as opposed to the more cryptic Cost Performance Indices (CPI) - although they're valuable as a project manager's tool.

If you really want to turn a senior manager off, just show them an Earned Value metrics chart. Better to sell them on the concepts first and give them the resulting target estimates and planned corrective actions rather than the nuts and bolts of EVM metrics.

http://www.projectsatwork.com/content/Articles/230677.cfm

Project Management Office: PMO Approach to Basel II ...

Just like SOX compliance, banks are wise to implement the PMO, or project management office, approach to Basel II compliance. Article explores Basel II and the approach to risk management projects ...

... "Once an approach has been chosen, the bank will need to put in place a project management office (PMO) to address the approach-specific requirements of Basel II. " ...

Project Management Office: PMO Approach to Basel II: Compliance with Basel II: Via Express Computer

PMO as a panacea?

It seems that everywhere you turn, someone is recommending a Project Management Office as the solution to an organisation's project management woes. This 2003 article from CIO magazine makes a familiar point and provides some statistics that still have validity. Office Discipline: Why You Need a Project Management Office
The reason for bringing up the topic again now is that I recently came across a situation where a client was planning to implement project management tools - and to leave the project managers to use them as they saw fit.
McHardy's conjecture states that 'for business processes, whatever is not deliberately held together will fly apart'. In project management process terms this applies when artifacts - tools, procedures, templates, guidelines, etc. - are made available without any mechanism for coordinating their use. This is the 'discipline' referred to in the article. Without the requirement to apply procedures consistently, individuals will tend to develop their own solutions and approaches that are reasonably tailored to their own circumstances. Sometimes this will be based on tool preferences, local reporting habits, work profiles or requirement to conform to alternative procedures.
PMOs can take various forms but one common requirement is for the PMO to provide the glue to hold the processes and their use together. Even if there is no formal PMO there needs to be some cohesive mechanism to make sure the expensively acquired assets areused.

Project Management: Microsoft Office Live Beta Now Available ...

Office Live Beta is now available to support collaborative project management in a software-as-a-service model ...

... "the Microsoft Office Live Collaboration service offers small businesses password-protected online workspaces (intranets and extranets). Capabilities include customer management, project management, sales and marketing management, employee management, and company administration, as well as password-protected internal shared sites to facilitate collaboration among employees, customers, suppliers and other business partners. " ...

Project Management: Microsoft Office Live Beta Now Available: Via Microsoft: Microsoft Launches Beta Program for Microsoft Office Live Services: Internet-based services include free Web site, domain name and e-mail accounts ...

Process vs. Freedom; Finding the Right Balance

There's a great article in Computerworld about finding the balance between having well-defined, repeatable processes and allowing businesses (and project managers) the freedom to innovate. A flexible approach is key.

Here's an excerpt from the article:

Studies have shown that the consistent use of processes increases repeatability, productivity and quality while decreasing project delivery time. But these same processes can appear as a wall to the business people who are pressured to get
their ideas to market. The project team ends up on the battle line between the program management office (PMO) enforcing the procedures and the business people seeking to retain their freedom.

The article goes on to suggest ways to minimize conflict and satisfy both audiences. Read on...

Surviving Process Without Going Berserk - Computerworld

Project Stage-Gates: NASA Improvement Opportunity ...

NASA receives recommendation to improve project management quality through stage-gate approach (knowledge points) to the project lifecycle and solution maturity. ...

... "A report released today by the Government Accountability Office (GAO) concluded that additional decision reviews are needed to ensure that NASA's projects meet their performance, cost, and schedule goals. ...

GAO’s recommendations include requiring that NASA projects demonstrate: that key technologies have reached a high maturity level before approving the projects for transition from the formulation to the implementation phase, that the design is stable before approving the projects for transition from the design phase to the fabrication, assembly, and test phase; and that the design can be manufactured within cost and schedule and meet quality targets prior to any decision to enter into production. " ...

Project Stage-Gates: NASA Improvement Opportunity: Via Democratic Caucus, Committee on Science, U.S. House of Reps: Gordon, Udall Urge NASA to Heed GAO's Project Management Recommendations ...

Microsoft Poised to Take the IT EPM Market

It's like the tortoise and the hare. For years, Microsoft has been evolving its low-cost MS/Project suite and capturing the IT market, while mega-EPM providers such as Mercury, Niku, and Planview focused on meeting enterprise portfolio needs.

Now things are about to change. As we reported a few weeks ago, Microsoft acquired UMT, a leading EPM consulting firm. This brought technology and expertise to enable Microsoft to release a truly enterprise-driven product. Since Microsoft still owns the IT market by a wide margin, this will no doubt steer IT organizations in this direction. Whether other industries follow suit remains to be seen.

Microsoft has code-named their new product Microsoft Office Project "12". It is expected to be delivered in the second half of 2006, so design work has been well underway.

For more details about what Project "12" will offer, see PMForum's news update...

PMFORUM, Connecting the World of Project Management PMFORUM Breaking News: MICROSOFT ANNOUNCES NEW INNOVATIONS IN ENTERPRISE PROJECT MANAGEMENT

Scrum: Microsoft Adopts For Project Speed ...

In keeping with our scrum theme, this method focuses on delivering value early in the product lifecycle. Simon Avery reports on Scrum software development method employed by Microsoft to accelerate new product cycle time to market. ...

... "To get its classified system to market as fast as possible, Microsoft is relying on what it calls the scrum method of software development, which involves a very small team of engineers. For the on-line classified product, code named Fremont, there are just six developers. " ...

Via The Globe and Mail: Executive Decision: Classifieds force sluggish Microsoft to scrum

Additional resources on Microsoft and scrum ...

Via Microsoft: Download details: Project 2003 Tool: Scrum Solution Starter: "Scrum is an Agile project management practice that employs short iterations and continuous improvement. The Scrum solution starter extends Microsoft Office Project Professional 2003 or Project Standard 2003 and enables project managers to perform basic Scrum work. "

Via Chris Flaat's WebLog : People are not fungible resources: "We are currently using both Scrum and more traditional project management on several efforts going on within our product unit, and I thought I'd share some learnings. Something we're running into is that getting people dedicated to one effort can be hard, depending on the management style of the relevant managers. "

Software Tools and Methods: "This presentation started with a brief context-setting look at why Agile approaches are gaining in popularity. It then discussed the fundamental principles that are common to most Agile methods, and used the Scrum approach to give a more detailed view by example on how Agile projects work. "

PMO Project Office: Whirlpool Maytag Integration ...

Whirlpool makes leadership moves to support the integration of the planned Maytag acquisition in a controlled and disciplined manner through a project management office, or PMO. Appointed execs bring strong credentials to their new leadership roles. ...

... "Whirlpool Corporation announced the appointment of Ted Dosch, currently corporate vice president and controller, to corporate vice president, finance, Project Management Office, which manages the planning and integration of the anticipated Maytag acquisition. Larry Venturelli, currently vice president, Investor Relations, will succeed Dosch as vice president and controller. These moves are effective immediately. ... In his new role, Dosch will lead the planning and integration of all financial processes and internal controls associated with the anticipated Maytag acquisition. Venturelli will assume the controller responsibilities and continue to provide leadership to the Investor Relations activities on an interim basis. A successor to Venturelli will be named at a later date. Both Dosch and Venturelli will continue reporting to Templin. " ...

PMO Project Office: Whirlpool Maytag Integration: Via Whirlpool: Whirlpool Names Dosch and Venturelli to New Leadership Roles ...



Whirlpool Corporation is a global manufacturer and marketer of major home appliances, with annual sales of more than $13 billion, 68,000 employees, and nearly 50 manufacturing and technology research centers around the globe. The company markets Whirlpool, KitchenAid, Brastemp, Bauknecht, Consul and other major brand names to consumers in more than 170 countries.

Earned Value Management Deadline Looms for U.S. IT Projects

The Office of Management and Budget (OMB) has given government agencies until December 31, 2005 to develop a a plan for implementing Earned Value Management (EVM) for all of its IT projects. The IT industry in general has been slow to adopt EVM, and this is especially true in government agencies.

To assist with this, the CIO Council released a framework earlier this month for organizations to use for implementing EVM.

As reported on Government Computer News, "The guidance comes after a recent report by EVM software developer Primavera Systems Inc. of Bala Cynwyd, Pa., found that many agencies will struggle to meet the upcoming milestone because many agency senior managers have not embraced the concept. "

I think that's true for many senior managers in general, not just in the government. With the deadline a day away, let's hope the template has been of assistance. Meanwhile, check out the information below about the CIO Council's framework for implementing EVM.

CIO Council releases guidance on EVM plans

Business Performance Management: IT Project Challenges ...

Project managers need to pay special attention to requirements definition when involved in business performance management, or BPM, initiatives. Craig Schiff discusses the challenges associated with business performance implementations. ...

Business Performance Management: IT Project Challenges: Via DMReview: Maximize Business Performance: Don't Underestimate the Potential Impact of BPM

... "Underestimating BPM's possible payoff goes hand in hand with inadequate sponsorship and support from senior management that relegates BPM to a small IT project to be dealt with in the back office. This tends to result in failure to involve end users in the early stages of requirements definition and a poor grasp of the business issues. " ...

PMO Team Building: Olympic Events

With the holidays closing in on us, some project management office teams may need to do team building. Here are instructional videos to build your PMO team morale and heart rates. ...

PMO Team Building: Olympic Events: Via Office Olympics: Humor Office Videos: Trash Can Videos ...

... "Video #1 of the first season of office olympics, two office olympians make long jumps over rounded up office trash cans. " ...

How to Implement a Project Management Office

"Why do only half of all IT Project Management Office (PMO) implementations improve project success rates? A primary reason PMO implementations fail is that they are not planned and managed like a project...

...Depending on the organization and their business goals, the definition of PMO success can vary. There isn't a common recipe or a one-size-fits-all approach to implementing a successful PMO. In order for a PMO to be successful, it must be planned, managed and implemented like a project, or initiative, by experienced professionals."

I couldn't agree more.

For more insight http://www.chiefprojectofficer.com/article/164

IT Balanced Scorecard BSC: On IT Governance Roadmap ...

Measuring the performance of IT governance, the project management office (PMO), and individual projects is critical to understanding your current capability and to chart a future course of action. Shashwat Singhal explores the IT governance roadmap and the use of an IT balanced scorecard (BSC) to ensure that decisions are made in the interests of shareholders. ...

IT Balanced Scorecard BSC: On IT Governance Roadmap: Via Express Computer: Implementing IT governance ...

... "The IT balanced scorecard is an important mechanism for managing and aligning IT. Therefore, step 11 of the implementation road map refers to the establishment of an IT balanced scorecard. " ...

Project Management Cost Estimates: Reference ...

Dave Seitter recommends reference on cost estimation for project managers. ...

Project Management Cost Estimates: Reference: Via Construction Law Blog: Cost Estimates in Project Management and Disputes

... "Cost estimating is a management function common to all projects. This is true whether the project involves a high-rise office building, refinery, manufactured product, Super Fund site cleanup, or family vacation. Cost estimating is clearly not unique to the construction industry, but rather is common to a broad spectrum of capital projects in which time, cost and quality must be managed. " ...

Software as a Service: Microsoft Office Live: Project Collaboration ...

Microsoft Office Live will be released in beta in a software-as-a-service model (similar to Salesforce.com), which can support online project collaboration. ...

Via Scobleizer - Microsoft Geek Blogger: Matt Rolak says that Office Live is up

... "Matt Rolak links to the new Office Live site. " ...

... "Via Microsoft: Microsoft Office Live: Microsoft Office Live will offer you and your employees expert business management applications, such as customer, project, and document management tools, and a security-enhanced private Web site ... " ...

Evaluating a project manager's performance

Another of those coincidences came up recently. Reading about the importance of effective matrix management in developing project management, the question was posed about how to get effective team member evaluation when they would have both a direct line (functional) manager and one - or multiple - project manager(s). The dilemma was - which of the managers should provide input to the other - and when? If there is a PM office involved as well, the question gets more complicated still. That's why this article is timely and interesting. It tells us how the Navy Supply Corps does it. It describes how a large resource pool helps to ensure flexibility in assigning resources and personnel development.
Navy Supply Corps Newsletter: NAVSISA enterprise project management � the cornerstone for the future

Project Management Inefficiency: Manual Crisis Management ...

Tim Kaufmann explores the response of the Office of Personnel Management to the Katrina disaster and how inefficient IT systems project management requires the agency to employ manual and outdated techniques during a time of crisis. ...

Project Management Inefficiency: Manual Crisis Management: Via Federal Times: Hurricane pulls benefits manager out of retirement ...

... "OPM has been working for years on a system to convert paper files now stored in agencies' headquarters offices to an electronic database. Developing and deploying the system is behind schedule due largely to inefficient project management, the Government Accountability Office said in February. " ...

PMThink! resources on business